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Software in 30 days : how Agile managers beat the odds, delight their customers, and leave competitors in the dust

Author: Ken Schwaber; Jeffrey Victor Sutherland
Publisher: Hoboken, N.J. : Wiley, 2012.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
"A radical approach to getting IT projects done faster and cheaper than anyone thinks possibleSoftware in 30 Days summarizes the Agile and Scrum software development method, which allows creation of game-changing software, in just 30 days. Projects that use it are three times more successful than those that don't. Software in 30 Days is for the business manager, the entrepreneur, the product development manager, or  Read more...
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Schwaber, Ken.
Software in 30 days.
Hoboken, N.J. : Wiley, 2012
(DLC) 2011050969
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Ken Schwaber; Jeffrey Victor Sutherland
ISBN: 9781119203278 1119203279 9781118228548 1118228545
OCLC Number: 771431439
Notes: Includes index.
Machine generated contents note: Section I: Why Every Business In The World Can Produce Software In Thirty Days This sections reviews how many organization struggle to develop software and how Software in Thirty Day's approach can eliminate the underlying problem. Chapter 1: The Crisis in Software: The Wrong Process Produces The Wrong Results Find out why so many software projects fail and why traditional methods are ill-suited to software development. Chapter 2: Scrum: The Right Process Produces the Right Results Understand the shift in thinking necessary to eliminate software project failure and deliver software in 30 days. Chapter 3: Try It Yourself: The Pilot You are interested. Learn how to run a pilot project that will successfully help you determine what to do next. Chapter 4: What Can I Do? Learn what you, as a manager, can do to make Software in 30 Days successful. Section II: Why Every Business In The World Can Produce Software In Thirty Days This section address how you can implement and embed Software in Thirty Days in your organization. Chapter 5: Getting Started with Scrum Understand how Scrum works. Chapter 6: Scrum at the Project Level Learn how to launch Scrum on a single project. Chapter 7: Develop a Scrum Capability Learn how to develop a Scrum capability in your organization. Chapter 8: Scrum at the Enterprise Level Consider spreading Scrum throughout the enterprise. Appendices 1: Terminology Look up terminology used in this book 2: Scrum Guide Read the canonical guide to Scrum 3: A Playbook for Achieving Enterprise Agility A Scrum enterprise adoption playbook in use since 1995.
Description: 1 online resource.
Contents: About the Authors xi Acknowledgments xiii Introduction xv Section I Why Every Business in the World Can Produce Software in 30 Days 1 You are probably frustrated with your software organization. You would like it to be quicker, more flexible, understand your needs better, and help you become more profitable. We look at why you are frustrated and how to fix the problem. 1 The Crisis in Software: The Wrong Process Produces the Wrong Results 3 Many software organizations follow a development process that guarantees waste, uncontrolled risk, unpredictability, surprises, and low value. We will investigate why this process was chosen, how it guarantees failure, and look and some organizations that have recovered from it. 2 Scrum: The Right Process Produces the Right Results 17 There is a process that is appropriate for software development. When you get your developers to use it, you will immediately gain productivity, quality, value, control, predictability, and satisfaction. We look at how this happens in this chapter. 3 Try It Yourself: The Pilot 33 You have read our assertion that there is a better way for you to get software developed for you. However, a lot of people have made assertions and taken a lot of your money in the past, with little or no improvement. In this chapter we show you how to prove that our approach works for no money. 4 What Can I Do? 49 You learned how to do better and you ve tried it yourself. You like the results and you know what to tell the software organization to do. In this chapter, we look at what you can do to help what you experience in the pilot project succeed. Section II How to Produce Software in 30 Days 55 Having better software developed for your needs is not so much hard as it is different from what you are used to. In this section, we look at a progressively beneficial set of approaches to get you from where you are now to organizational agility. 5 Getting Started with Scrum 57 Our secret sauce for improving your benefits from software is called Scrum. Yes, this is the rugby event that keeps the ball moving down the field. We ll discuss Scrum, how it works, and why it works in this chapter. 6 Scrum at the Project Level 63 Most persistent improvement in software development starts at the project level. You can use Scrum to further prove its utility, or on critically important initiative that must succeed. We ll explore what you can tell your developers to do after reading this chapter. 7 Develop a Scrum Capability 75 Success often breeds success. As more software initiatives using Scrum succeed, more people will want to get on the wagon. Rather than changing the entire organization, let s look at how we can set up a software development universe separate from the disappointing, existing department. You can increasingly reap benefits here on an increasing number of projects and releases. 8 Scrum at the Enterprise Level 101 Scrum at a project or release level provides initiative level agility, the ability to rapidly respond to opportunities or rise to challenges. To gain the most significant benefits, Scrum s empirical approach to software development must be fit into the organization as a whole. We ll look at how to do this, and why some approaches are short-lived and others persist. 9 Enterprise Transformation: Profound and Persistent Change 107 You want to make your organization leaner, more efficient, and agile on your watch. Even more, you want these benefits and their underlying causes to persist and become the organizational culture. We ll look at an enterprise change approach for achieving this in this chapter. 10 Scrumming Scrum 119 We devised Scrum for complex problem solving, like software development. We found Scrum a useful technique for managing organizational change, also a complex problem. The same benefits of transparency, waste removal, risk control, and predictability occurred. We ll look at this use of Scrum in this chapter. Appendix 1: Terminology 127 We slowly and progressively introduced some new terminology. This appendix is your reference for those terms. Appendix 2: The Scrum Guide 133 Read the canonical guide to Scrum, its roles, artifacts, and events. This is the bible of Scrum. Appendix 3: A Playbook for Achieving Enterprise Agility 153 This appendix presents a more detailed plan for enterprise change, as discussed in Chapter 10. Index 185
Other Titles: Software in thirty days
Responsibility: Ken Schwaber, Jeff Sutherland.
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A radical approach to getting IT projects done faster and cheaper than anyone thinks possible Software in 30 Days summarizes the Agile and Scrum software development method, which allows creation  Read more...

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